The author is a Forbes contributor. The opinions expressed are those of the writer.

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One if the benefits of owning a business is to hire your children or relatives. It is also one of the most dangerous actions that any small business owner can take. It can be one of the fastest ways to destroy a company culture. However, it can be beneficial for both parties and not disruptive to the organization if these guidelines are followed:

1. Manage expectations up front. How will they be treated? Like a regular employee or a special relative? Initially, they need to be managed like everyone else. While other employees will expect nepotism, the same rules need to apply to the relative. Privileges should only come with experience and results. This will also boost other employee morale.

2. Write a job description. What exactly will they be doing? Is it a "real job" with beneficial results for the company? How will their contribution be measured? Is the compensation commensurate with the position or do they get "family pay"?

3. Who do they work for? Do they work for the owner or another manager in the organization? Does that manager have the authority to treat them like other employees or do they get the "relative" treatment? If they do not work for the owner, the manager needs to have authority without interference or back channeling.

4. Set boundaries. Where is the separation of business and personal life? Ensure that personal details of the owner’s life are not used inside the company for leverage. What happens if the relationship outside of work goes bad?